Systematic Control of
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MAINTENANCE
Co-operation Between Traffic and Engineering Departments is Essential if Vehicles are to he Kept in an Efficient Condition By J. H. Vincent, 0 F the many problems which a vehicle maintenance engineer has to contend with, undoubtedly the most important is that of-devising a system, or systems, to suit the conditions obtaining, and operating such a system To many this may appear to be, although not a simple Matter, not a very complex one. It can, however, be a difficult problem in some instances.
Where the operating concern fully appreciates the importance of regular servicing and overhauls, and therefore schedules the work for the vehicle accordingly, then the engineer may find his task a reasonable one, provided that he uses a sound system. .
The maintenance of public service vehicles is an example, but to offset any ease in scheduling maintenance operations which may be possible is the need for as near 100 per cent, reliability as is practicable. The travelling public are keen critics of their bus services, and much credit is due to the many engineers responsible that one rarely sees a broken-down vehicle engaged in this work.
Inter-departmental Friction
The engineer responsible for a small fleet employed in regular delivery services probably has the easiest job in scheduling the various maintenance operations. However, there are many transport concerns where maintenance of the vehicles presents an involved and intricate problem. In some cases it is looked upon as a nuisance, or the engineer and his staff as a necessary evil. Where these conditions obtain the engineer has an unenviable job, for he finds lack of co-operation by the operating side of the business prevents his adhering to any system or schedule he may devise. This to the detriment of the vehicles, and frequent breakdowns may result which, doubtless, are attributed to the engineer's department Fortunately, this short-sightedness is on the wane with the necessity of reliability in long-distance services and the use of modern delivery vans.
Shortage of new vehicles during the war period has, doubtless, been a contributing factor in emphasizing the need for properly planned maintenance.
A vehicle off the road, because of a mechanical failure, which would not have occurred if the vehicle had been properly maintained, is not only a waste of time and material, but may mean a loss of revenue to the concern amounting to several pounds per day.
It is therefore essential that the closest co-operation should exist between the maintenance and operating side of transport. Thus where, for instance, there is a large fleet of vehicles, some may be on work which is not of a regular nature, so that it is difficult to say much in advance whether the vehicle will be delivering in its home town or to a distant one on any given day Other vehicles in the fleet may be on regular long-distance work or local deliveries. Again, some may not be based on the home depot at all, and if at a considerable distance, then routine maintenance will be arranged where based, but in the case of vehicles, say, 10 or 20 miles away, then these may best be catered for at the main depot, where the proper facilities are available.
Where all these varying conditions exist, then the schedules to cover servicing and maintenance will have to be carefully worked out with the assured co-operation of the transport-operating side of the business Dayand-night work may be necessary, and a certain amount of latitude allowed in the case of that portion of the fleet which is not on scheduled work.
Servicing on a mileage basis is obviously the correct method, so it may be necessary to divide the fleet into mileage-time groups, say, (a) 1,000 miles per week, (b) 500 miles per week, and (c) 250 miles per week. Thus group (a) will require servicing twice as often as (b) and .four times as often as (c). Special trunk services would probably be scheduled separately.
Having grouped the vehicles, it will be necessary to decide upon the number required per week from each . group, and to make arrangements accordingly with the operating side.
This is where the co-operation mentioned is necessary. The maintenance department may have to be content with an assurance that the given number hi each group will be sent in daily (or nightly) during the week they are scheduled as due for the maintenance service. This, for instance, may mean one or two from each grorp daily, but the choice as to which should go in on the particular day may have to be decided in the operating department from a weekly list supplied from the engineer's schedule It is, of cOurse, essential that all the vehicles listed each week should come in at some time during that week..
Keeping Track of Maintenance
A card-index system, with a suitable wail chart or indicator for each class of vehicle is an admirable way of keeping a permanent, and visible record of maintenance schedules. Here it is, perhaps, advisable to keep routine maintenance separate from overhauls, because of the frequency of one over the other Various types of home-made wall indicator have been suggested in the technical Press from time to time, and there are wall indicators on the market which can be adapted to suit various needs or systems. Many fleet engineers, however, devise and make something to suit their own particular needs.
The writer uses wall charts to show records, at a glance, covering the various maintenance schedules and overhauls. These charts have coloured signals representing each service or overhaul. These may be arranged to show clearly against each vehicle registration number, trio days or weeks since greasing or servicing, and the mileage covered (in thousands) since the engine, chassis, or both were overhauled. The date can also be shown by means of a typed slip under the coloured signal. Used in conjunction with a card index and record cards the system functions admirably.